상사의 지원과 종업원 침묵: 조직 공정성의 매개효과

Despite the potential negative impact on an organization's competitive edge, many employees still engage in passive behavior, such as remaining silent. This trend has the potential to disrupt organizational dynamics, emphasizing the necessity for organizations to deepen their understanding of employee silence and take proactive actions to manage it. Therefore, this study seeks to explore strategies for mitigating employee silence. In contrast to previous research, which has mainly focused on supervisors' negative behaviors, this study investigates the mechanisms by which supervisor support is linked to employee silence. Data were collected from 296 full-time employees within domestic companies and subjected to analysis. The findings uncovered several significant insights. First, supervisor support was positively related with employees' perceptions of organizational justice, while organizational justice showed a negative association with employee silence. Moreover, the negative relationship between supervisor support and employee silence was mediated by employees' perceptions of organizational justice. Lastly, the indirect effect of supervisor support on employee silence via organizational justice was moderated by employees' self-leadership. These results highlight the importance of supervisor support in attenuating employee silence and suggest that fostering employees' self-leadership could complement organizational efforts to address silence. Consequently, organizations are encouraged to prioritize the enhancement of supervisor-employee relationships and to implement support and educational initiatives aimed at empowering supervisors to provide effective support to their subordinates.